PeopleSoft v9 - SpearMC · 2015-12-03 · PeopleSoft 9.2 includes more than 60 prebuilt self-service Pivot Grids PeopleTools 8.53 includes wizard-like tools for customers to easily

PeopleSoft v9.2Product Review

Oklahoma CityOctober 29, 2013

© 2013 – SpearMC Consulting

2

Overview of Global v9.2 Features 9:00 – 9:30

– Keith Harper, Practice Director Supply Chain

Financials v9.2 Highlights 9:30 – 10:15

– Millie Babicz, Managing Director PS Financials & PMO

Coffee Break 10:15 – 10:30

HCM / Payroll New Functionality and Key Fixes 10:30 – 11:15

– Tony Townsend, Practice Director HCM/Payroll

Upgrade or Re-Implement? 11:15 – 12:00

– Randy Johnson, Managing Director PS Financials & PTP

Luncheon & Prize Drawings 12:00 – 1:00

Event Agenda


3

Enhanced Style Sheets

WorkCenters – Operational Dashboards

Pivot Grids

Activity Guides / Train Stops

Mobility

Global Search – SES

Roadmap

New v9.2 Global Features!


4

New Style Sheet


5

New Style Sheet


6

Central place for users to do their day-to-day work

Reduce the amount of Navigation time and increase productivity

WorkCenters include links to:

– Transaction and Inquiry Pages

– Queries

– Analytic pagelets / Pivot Grids

– External Pages and applications (exp. Supplier pages or other Systems)

Delivered WorkCenters in FSCM

– Billing, AP, Contracts, Staffing, Buyer, Supply/Demand

Ability to create your own custom dashboards using empty dashboard shells.

WorkCenters


7

WorkCenter Page Example


8

Operational Dashboards are designed to display vital decision support based

information to a PS User

Pivot Grids

– Multi-dimensional Real time Decision Support Tool

– Deployed to users in the form of Pagelets

– Users can filter data and customize views

– Ability to Drill into Data

– Built Upon Queries

Application designers can deploy dashboard-like pagelets within WorkCenters

to provide better decision support for WorkCenter transactions.

PeopleSoft 9.2 includes more than 60 prebuilt self-service Pivot Grids

PeopleTools 8.53 includes wizard-like tools for customers to easily create

their own Pivot Grids and deploy pagelets

Operational Dashboards & Pivot Grids


9

Pivot Grid Example


10

Activity Guides allow application designers to define processes that guide

users through a series of predefined actions to complete a transaction /

Process.

Users are presented with a list of actions on their screen which need to be

completed to finish a transaction/Process

The configuration allows you to specify which steps are optional and which

ones are required

You can even launch workflow and approval routing as part of your

processing steps

Activity guides are very different from workflow.

Activity Guides – Perform Transactions

Workflows – Approve or Deny

Examples of Delivered Activity Guides:

– FSCM - Supplier Registration, eBill Payment Cart

– HCM - Life Event, Paycheck Modeling, Candidate Gateway

Activity Guides (aka Train Stops)


11

Activity Guides

• Activity Guide Steps can include: Existing PS Pages, Custom Pages or

External websites

• Attach Documents

• Can copy existing Activity Guide templates


12

Activity guidesl

Activity Guides

http://docs.oracle.com/cd/E39881_01/Life_Events/Life_Events.html


13

Many Mobile solutions released late v9.1 and enhanced in 9.2

– Mobile Expense Reporting

– Mobile eProcurement

– Mobile Approvals – Technology support any AWE Approval Workflow

• Journal Entries

• PO’s

• Requisitions

• Vouchers

• Expense Reports

– Mobile Inventory Management

iPad Certification

– PeopleSoft v9.2 suite certified to run on iPad using Safari Browser

iReceipts

– A native iPhone application used to collect expense items that are later uploaded to

the PeopleSoft Expense application via SOAP-based web services.

Mobility Solutions


14

Mobile Approvals


15

Mobile Expenses


16

Mobile eProcurement


17

Mobile Inventory Management

Supported in v9.1 (Late release)Exp. Transactions: Inventory Inquiry, PO Receipts, Inventory Counts,

Express Issue, Signature Capture, Bin to Bin


18

A global, free text search across multiple objects (modules)

– Ability to search deep into transactions

Users can take action directly from the search results..

Reduces / eliminates menu to menu navigation time

Improved means of searching for related content

Dynamic Breadcrumbs and Last Search Results

120 delivered search indices

Delivered Indexes for the following Functions:

– PS 9.2 SES Global Search

Global Search

http://www.youtube.com/watch?v=krhG_yyoDlo&feature=youtu.be


19

PeopleSoft Roadmap

Financials 9.2 Highlights


21

General Ledger

Purchasing

Accounts Payable

Expenses

Accounts Receivable

Billing

Project Costing

Asset Management

Financials 9.2

General Ledger


23

Adjustment Period Option for Average Daily Balances (ADB)

Separate Debit/Credit Visibility (used to require some customization)

Financial T-Accounts Visibility

General Ledger WorkCenter

General Ledger Dashboard

Improved General Ledger to Sub-System Reconciliation

Account Reconciliation Management

Combination Editing by Transaction Source

Data Migration Workbench - Allocations Configuration Data

Balance Sheet Valuation through Settlement Date (included on ledger with journal date)

Business Request and Approval

Mass GL Journal Approval (approve more than one journal at a time)

Enhanced Approvals for GL Journals

Mobile Approvals for GL Journals

Logical Journal Delete Method

Transform GL Journal Post to Application Engine (from cobol)

Approval Workflow for Commitment Control Budget Journals (used by Public sector)

General Ledger Highlights


24

PeopleSoft General Ledger 9.2 provides the ability to associate

adjustment periods that correlate with the regular accounting periods,

making it easier to identify adjustments that have been applied in the

average balances.

Adjustment Period for Average Daily Balances


25

Provides the T-Account capability that allows a user to check the effect

of a particular line or set of same ChartField combination lines on the

relevant balance directly from the Journal Lines page.

Financial T-Accounts Visibility

Enable the T-Account field to

appear on the Journal Entry -

Lines page by selecting a Journal

Entry Template that includes the

T-Account field. The T-Account

field is located on the

Miscellaneous tab of the Journal

Entry Template page for

selection.


26

General Ledger WorkCenter

View transactions and errors online

Automatic execution of processing

View Query results


27

PeopleSoft delivers the

following pagelets with the

General Ledger Dashboard:

– Ledger Balances Analysis pagelet

• Use the Pivot Grid Wizard

(Reporting Tools, Pivot Grid, Pivot

Grid Wizard) to design how the

page is displayed.

– Account Reconciliation

General Ledger Dashboard


28

In General Ledger 9.2

– Drilldown into unposted transactions from other PeopleSoft subledgers such as Billing,

Treasury, and Expenses. AP/AR already delivered in 9.1

– Customers are able to identify what has not been processed and possibly identify

bottlenecks ahead of the period close.

Improved GL to Sub-System Reconciliation


29

The PeopleSoft Account Reconciliation functionality enables you to:

– Identify specific ChartField combinations to be reconciled.

– Assign reconciliation responsibility to individual or groups of ChartField combinations.

– Allow each user to see the reconciliations for which they are responsible.

– Sign-off (and mass signoff) to indicate that a ChartField combination has been reconciled.

Account Reconciliation Management

– Review overall

status of recon

activities

– Capture and

retain

documentation

associated with

recon

– Define approval

workflow


30

Ability to perform combination editing for a process group by

transaction source

Combination Editing by Transaction Source


31

New Application Data Set (ADS) definitions to migrate Allocations

configuration data between development environments, test

environments, and ultimately to a production environment.

Data Migration Workbench

New ADS

definitions to

support the

migration of:

– Allocation Steps

– Allocations Groups

– Allocation

Requests


32

The following steps

represent a high-level

process flow of the

business request

functionality:

1. Set up Business Request to

enable the field or fields to be

used in the request-approval

process.

2. Set up the Business Request

Template to define business

justification and trees, for

example.

3. Configure the Approval

Workflow.

4. Define and use the

ChartField Request and

Approval.

5. Inquire on Business Request.

Business Request and Approval – Updates to Control Data


33

Account Request Page

As defined on

Template

As defined on

Template


34

The following are enhancements can be enabled for General Ledger

journals:

– Ability to add an ad-hoc approver during the workflow cycle

– Ability to add comments for all approval actions (not just the Deny action)

– Add attachments to a transaction during the workflow cycle

Mobile Approvals for GL Journals

– You can log into the PeopleSoft system from a mobile device, such as a tablet or

smart phone, and approve, deny, or push back journals that are pending your

approval.

– You can also preview a graphical representation of the transaction approval flow,

view other approvals, view attachments, and see comments that previous

approvers have entered.

Enhanced Approvals for GL Journals


35

Physical Delete

– This method handles journal

deletion in the same manner as

in prior releases.

Logical Delete

– Use this method to retain the

header, attachments and line

information after deletion of a

journal.

– Your deleted journal receives a

"D" journal header status and an

"N" for both budget header

status and approval status.

– The system retains the deleted

journal data in the records and

you can view the deleted

journals from the journal entry

and journal inquiry components.

Logical Journal Delete Method

Purchasing


37

User-Definable Fields

Price Adjustment Visibility on Requisitions

SES Enhancements (Verity was optional, replaced by Secure

Enterprise Search)

Buyer Mass Change

Advanced Purchase Order and Requisition Line Search

Purchasing Autonumbering Options

Split Purchase Orders by ShipTo

PO Rollover Enhancements

Buyer WorkCenter

Usability Improvements to eProcurement

Purchasing Highlights


38

PeopleSoft delivers six specific fields for each of the existing six User-

Definable Fields sub records:

– Header & Line Subrecord

– Schedule Subrecord

– Distribution Subrecord

– Receiving Subrecord

– RTV Subrecord (Return To Vendor subrecord)

In earlier versions you had to setup via Application Designer.

In 9.2, you activate via Installation Options page

User-Definable Fields


39

Which records are to

be changed?

– Select records and

field value criteria

– View records that

meet criteria

What do I want my

changed value to be?

– Select records and

fields to be changed

– Select changed value

Buyer Mass Change


40

Can select from a wide range of line, schedule, and distribution level

values across the requisition or purchase order

Advanced Purchase Order and Requisition Line Search


41

Purchasing 9.2 leverages the existing Autonumbering page to define a

three-digit alphanumeric starting sequence

Purchasing Autonumbering Options


42

If the business unit or supplier location indicates to split POs based on

ShipTo, the PO Sourcing process automatically splits requisitions into

multiple purchase orders, one for each ShipTo location

Split Purchase Orders by ShipTo


43

Purchasing suppresses the creation of new distribution lines if the line

does not meet the particular roll criteria

– Now it easier to view and analyze rollover results

PO Rollover Improvements

New qualifier

IS NOT EMPTY


44

Buyer WorkCenter


45

Simplify Buying Experience

eProcurement


46

View the full business cycle of

requests

Search for requisitions based on

item and ShipTo New for

Release 9.2

View entire approval process

Drill down into related

transactions and inquiries

View remaining pre-

encumbrance balances

Copy and cancel requisitions

Issue change requests

Return items to suppliers for

credit, exchange, or replacement

360-degree view of the entire Procure to Pay cycle


47

Supplier Self-Service Solutions

Accounts Payable


49

Accounts Payable Dashboard

Supplier Hierarchy

Matching Exceptions Analysis

Payables WorkCenter

Simplified User Interface for Invoice Entry and Voucher Inquiry

Extension of FMS Auto Pilot (used in PC & GL, run process based on # of

transactions, not schedule)

Taxpayer Identification Numbers (TIN) Validation (provides a file to IRS

website)

Financial Audit Trail for Suppliers

Approval Framework Extensions and Enhancements

Receivables Integration

Secure Payment System (SPS) Payment File Support for GWA Reporters

(supports new 440 file format)

Improved Integration with Asset Management

Accounts Payable Highlights


50

Voucher Status

Liability Exposure by Supplier

Discounts

Past Due Aging

Top Suppliers

Accounts Payable Dashboard


51

Graphical representation of the supplier relationship

Supplier Hierarchy


52

Providing visibility into the invoice matching history for better supplier, buyer, and rules analysis.

The matching history data is useful for supplier contract negotiations and minimizes matching errors.

The system stores all the exceptions from the previous matching process. The matching

history helps users to reduce the time to fix errors.

Errors are identified as internal or external, users are positioned to offer buyer support when

necessary in order to reduce repetitive errors as well as to provide critical information to buyers

when renegotiating contracts with suppliers.

The archiving of the matching history is included in the current invoice archiving templates.

Matching Exceptions Analysis


53

Billing

Accounts Payable

Accounts

Receivable

General Ledger

Projects/Contracts

Grants

Buyer/Supplier

Admin

Staffing

Note: you can also build your own

Delivered WorkCenters


54

Expanded Search

Additional Fields for

Search:

– Supplier Name

– PO Business Unit

– PO Number

Usability Enhancements


55

Totals Calculator

– Focus User Entry

– Reduces Chance of Error



56

Copy Source PO



57

Visual Display of PO Selected



58

Flexibility to ‘Save for Later’



59

Able to present to auditors a complete audit history of

who made changes to the supplier master and when

those changes were made

The setup of the Audit Framework allows

organizations to identify the fields on the supplier

master for tracking.

The changes to the supplier are stored in the audit

trail framework.

The audit trail captures the user, the date/time, and

the actual change.

Financial Audit Trail for Suppliers


60

From the Mass Voucher Approval component, users can return

invoices and view invoices after final approval or denial.

Users can, through an option, re-submit a voucher or allow a

voucher to be saved and submitted later.

Users can re-approve an invoice if the remit supplier is changed

on a previously approved voucher.

The approver can assign additional approvers and reviewers on

an ad hoc basis during the approval process.

The approver can add comments without taking any action on

the approval page or he can add attachments.

Approval Framework Extensions and Enhancements


61

Allows closing the Receivables open item

automatically when the voucher is paid through

Payables.

The enhancement also creates consistent

accounting entries across the three products.

The netting account functionality is extended to

allow a deposit to be created for payments from

PeopleSoft Payables.

Receivable Integration


62

Allow requesters and buyers to group requisition and purchase order

lines that correspond to a single asset so that when Purchasing

determines that the receipt of a procurement group sequence is

complete, an asset is created automatically in PeopleSoft Asset

Management.

– Organizations can both simplify and gain flexibility in terms of how they manage

capitalization.

Debit and credit memos may be issued to adjust the cost of one or

multiple assets created as a result of unitization. To eliminate manual

steps for allocating cost adjustments, a work page is part of the

adjustment voucher to permit drill down to the asset or assets created

from the original voucher.

E-mail notification of asset-applicable credit memos provides

accountants with improved visibility to credit transactions that may

require further review or action.

The asset description field is larger in the voucher and pass through to

Asset Management.

Improved Integration with Asset Management


63

Extends the attachments capability to:

– Supplier

– Voucher

– Quick Invoice

– Voucher Inquiry

Attachments

Expenses


65

New Browser and Mobile Expense Reporting User Interfaces

Expense Report Withdrawal

Expense Report Receipt Management Options

Expense Report Financial Summaries

Enhanced Credit Card Transaction Detail (additional breakdown of

airfare, car rental, hotel, etc.)

Configurable Expense Certification

Global Per Diem Rule Enforcement

Advanced Timesheet Approval Controls

Transaction Governance (Fraud detection software integrated with the

Oracle Governance, Risk and Compliance (GRC) T&E Monitoring Accelerator

product)

Expense Highlights


66

New GUI simplifies and streamlines the expense reporting process for

users by leveraging the latest in user interaction science

New Browser and Mobile Expense Reporting GUI


67

Mobile Expenses homepage (mobile tablet view)


68

User can withdraw expense reports that they have submitted as long as

the report has not been reviewed or approved

Expense Report Withdrawal


69

The configurable framework has the ability to specify whether

attachments are allowed at the header (report) level, the line

(transaction) level, or both.

Expense Report Receipt Management Options


70

With PeopleSoft Expenses 9.2, new analytics on the expense report user

interface include Expenses by Day, Totals by Department, and Totals by

Project/Activity views.

Expense Report Financial Summaries


71

Users are able to attest to the accuracy of their report and to their

compliance with organizational expense policies.

Configurable Expense Certification


72

A new range category to establish a virtually unlimited number of daily

or hourly ranges that determine per diem reimbursement amounts.

Per Diem deductions by percentage, amount, and by a flexible formula

configuration

A flexible formula setup page with key per diem data fields and

mathematical operators to support complex per diem rules.

Global Per Diem Rule Enforcement


73

Allows a timesheet or expense sheet to be broken apart by line items for

approval to different project managers

– Project Managers see only what they need to approve

– Approved lines flow to Project Costing even if other rows have not been approved

Advanced Timesheet Approval Controls

Accounts Receivable


75

Customer Hierarchy

Support for Contracts in Collections

Consistent Conversations (tighter integration with eBill, track conversation

by invoice)

Receivables Direct Journals to Project Costing Integration

Receivables WorkCenter

Payables and Receivables Integration for Interunit Billing

Aging and Dunning Enhancements

Approval Framework Improvements & Extensions (ability to add adhoc

approver and attachments to a transaction during the workflow cycle)

Item Level Attachments

Partial Payment Unpost

1099-C Enhancements

Hosted Credit Card Storage and Payment

Accounts Receivable Highlights


76

The Customer Hierarchy features an interactive chart of customer

relationships, with options to view customer details or take actions on a

customer account.

Customer Hierarchy


77

Support for contracts and projects on the Collections Workbench by

providing additional search capabilities and showing customer balances

by contracts and projects

Contracts Tab on the Collections Workbench

Support for Contracts in Collections


78

Receivables Direct Journals to Project Costing Integration


79

Accounts Receivable

– Easy and Quick delegation of tasks

– Drilldown to transaction detail

– Ability to run processes on multiple transactions

– View query results and reports

Delivered WorkCenters


80

Allows closing the Receivables open item automatically when the

voucher is paid through Payables

Creates consistent accounting entries across all involved products

Netting account functionality was extended to allow for a deposit to be

created for payments from PeopleSoft Payables

Payables and Receivables Integration for Interunit Billing


81

Ability to categorize doubtful items during the aging process

Customers who use interunit billing are able to exclude interunit

customers from aging reports



82

Customer statements can be run using system dates



83

Users are able to view item-

level attachments through

the:

– Payment

– Maintenance

– Credit card

– Draft worksheets

Users are also able to view

billing invoice attachments

from Receivables for open

items that were created

through Billing and to

access them in the various

worksheets.

Item Level Attachments


84

System presents the user with a Partial Unpost Worksheet with all the

original payment applications from the payment group

– Partial Unpost Allows Mistaken Items to be Removed

– New Unpost Worksheet

– Rebalance by applying any remaining payment balance

– Apply unposted to new items

Partial Payment Unpost


85

With the new enhancements, you can:

– Associate a customer with a Canceled Debt Reporting customer group.

– You can then select the designated 1099-C customer group, a single customer, or

all customers for 1099-C processing.

– Generate 1099-C reports for one or more business units associated with a

canceled debt creditor.

– Store information that indicates a 1099-C report has been created for a customer,

and retains the data submitted in the report.

1099-C Enhancements


86

Participating Order to Cash Products

– Order Management (Batch and Online)

– Return Material Authorizations

– Billing/Credits (Batch and Online)

– Receivables

– eBill Payment

– Customer Contact Profile

“Old” method of storing credit card data still available



87

Create Profile Option

– CyberSource secure data

capture page

– User is automatically

transferred to the

CyberSource page

– User Profile created on

CyberSource side

– Token ID is returned to

PeopleSoft database

– Last 4 Digits of Credit Card

returned to PeopleSoft

database

– Expiration Data is returned to

PeopleSoft database

– No secure Personal

Information is stored in

PeopleSoft


Billing


89

Billing Dashboard

Billing WorkCenter

Simplified Billing Entry

Enhanced Billing to Project Costing Integration

Enhanced Integration with Payables

Billing Highlights


90

The dashboard provides access to key information and real-time

analytics such as:

– Invoices not interfaced to GL and AR

– Total invoices in various billing statuses

– Number of invoices processed monthly in a quarter.

Users are able to drill into each of these analytics and view the detail

transactions.

Billing Dashboard


91

Billing WorkCenters


92

Ability to configure an express billing entry page with only desired fields

through the use of express bill entry templates

Simplified Billing Entry


93

eBill Payment Portal


94

Manual Items created in Billing will be pulled by Project Costing

Enhanced BI to Project Costing Integration


95

Capability to send detail header or line information to Payables when

vouchers are created for the Payables business unit.

This function provides the flexibility needed in the billing and payment

process for interunit vouchers.

Enhanced Integration with Payables

Project Costing


97

Project Summarization and Compression

Rate Plan Pricing

Variance Pricing

Simplified Capture of Project Costs and Revenue (process AR

direct journals)

Projects WorkCenter

Project Financial Pivot Grids

Multi-Dimensional Rate Definition

Manager Transaction Review

Project Costing Highlights


98

Each application engine

process for the

corresponding feeder

application, sends detailed

information to the

corresponding detail table

When running the Project

Summarization or

Compression you have the

option to select

– Daily, Monthly, Quarterly,

Weekly, and Yearly as the

Date Summarization level on

the Summarization Template.

Project Summarization and Compression


99

Rate Plans can contain multiple rate sets.

Ability to process rate sets that have a common base across projects

which reduces the cycle time when processing and compressing

transaction from pricing.

Rate Plan Pricing


100

Retroactive rate adjustments are required when contractors

retroactively apply new rates to transactions that are previously

processed

Expanded run control parameters enable more control over the variance

pricing transactions that are created

Run control page has an optional review page to examine output before

processing.

Variance Pricing

Select to enable

variance pricing


101

The rate definition type of Cost/Billing creates cost and billing target

rows, reducing the number of rate sets required and accelerating the

Pricing process

Flexible Rate Sets


102

Project WorkCenter


103

Project Financial Pivot Grids

• Uses Query as data source

• Displays in Grid or Chart

• Drag / drop among rows, columns and filters

• Drilldown to details

• Change filters• Export data into

Excel


104

The Custom Rates feature offers the ability to define rates by as many

as five different fields (or dimensions) that are available in the project

transaction table (in addition to rates by employee, role, job code).

Multi-Dimensional Rate Definition


105

Enables organizations to review and approve billable transactions

before interfacing them to PeopleSoft Contracts and Billing

New: filter transactions by contract and contract line

Manager Transaction Review

Asset Management


107

Asset Cost Adjustment Enhancements

Enhanced Procurement and Payables Integration for Assets

Asset Physical Inventory Enhancements

Disposal Worksheet Improvements

Project Costing ChartFields in AM (included in accounting entries, online

inquiries and reports)

BI Publisher Reports in Asset Management (existing Crystal reports in

XML format)

Printable View of Asset Enhancements

Accounting for Asset Retirement Obligations

Dynamic Bonus Depreciation

Approval Framework Adoption for Asset Management (self service / asset

disposal)

Accounting for Prior Lease Payments

Asset Management Highlights


108

Enter first acquisition

line

Click on Capitalize

button and save

Without leaving the

page, click the Add a

New Row button to

add the next

transaction.

Rapid Capture of Multiple Distinct Asset Cost Adjustments


109

AM employs Related Content functionality to display Asset Cost History

information from any page within the Basic Add component

View Asset Cost History from Basic Add Component


110

Ability to group

requisition and purchase

order lines that

correspond to a single

asset.

Purchasing can determine

when assets should be

created based on the

receipt of a procurement

group sequence.

Flexible allocation of

asset-applicable voucher

adjustments.



111

Email notification of asset-applicable credit memos improve visibility to

credit transactions that may require further review or action


To set up email notification

of asset-applicable credit

memos


112

PeopleSoft Asset Management 9.2 enhances Asset Physical Inventory

functionality by providing:

– A configurable Mass Transaction Manager that replaces Mass Change for Physical

Inventory.

– Configurable inventory occurrence criteria.

– Improved view of Physical Inventory processing steps.

– Validation of asset acquisition date against physical inventory control start and end

dates.

– Physical inventory of assets assigned to multiple sets of ChartField combinations

for a single department ID with new alert for an asset assigned to multiple

departments.

– Reconciliation of location area ID and custodian name.

– Identification of duplicate serial IDs within the same physical inventory ID.

Asset Physical Inventory Enhancements


113

Expanded asset search criteria selection, including:

– asset ID range

– area ID

– in-service date range

– parent ID

Disposal Worksheet Improvements

– FERC code

– group ID

– asset status


114

Additional asset

information fields:

– Asset Type

– Asset Subtype

– Asset Retirement

Obligation fields

– Capitalization Threshold

Printable View of Asset Enhancements


115

Performs the following functions:

– Flags assets with legal obligations

that are associated with retirement

to facilitate proper reporting and

processing of the retirement

obligations in accordance with

GAAP.

– Captures the initial measurement of

an asset retirement obligation.

– Calculates depreciation of the asset

retirement cost.

– Recognizes and measures the ARO.

– Provides online schedule of ARO

expenses for review.

– Provides accounting and settlement

of ARO.

– Compliance for leased assets, group

assets, and asset impairment.

– Provides reports for ARO.

Accounting for Asset Retirement Obligations

Enable ARO processing in

overall Installation Options

and at the business unit level


116

Users can configure new depreciation bonuses as soon as tax

legislation is enacted

Dynamic Bonus Depreciation


117

New transaction type

on installations page

Accounting for Prior Lease Payments

Select the Prior Payment in

Current Period check box

PeopleSoft HCM 9.2Transformative


119

From an article titled ‘How CEOs Can Transform HR into a Revenue

Driver’ by Mark Hurd, President at Oracle.

“As I visit with big companies and organizations all over the world,

it’s clear that most CEOs realize they need to make some dramatic

changes in how they recruit people, align and manage

performance, make compensation decisions, and optimize talent.”

“What’s not so clear to them is how they make that happen.”

HR Transformation


120

In a recent survey of CEOs by PwC, 60% say they are concerned

about not having enough talent and/or the right mix of talent. And

this talent gap is causing them significant challenges:

31 percent said they can’t innovate effectively;

29 percent can’t pursue attractive market opportunities; and

24 percent had to cancel or delay a strategic initiative.

HR Transformation

PeopleSoft HRMS Historical Highlights


122

PeopleSoft HRMS

Specialist based transaction processing system where all users

were highly knowledgeable and executed specific data-entry or

processing tasks.

HR, Payroll and Benefits departments were only users

Client Server technology, multiple database vendors supported,

date effectivity, and user created queries

Additional functionality such as Benefits Administration, Time &

Labor, Position Management, and Recruiting were added in

releases.

Employee Data Repository - Robust source of employee related

data.



123

PeopleSoft HCM

Human Capital Management is introduced

Source Data Capture – a move toward efficiency

eApps – ePay, eBenefits, ePerformance, etc. creates dramatically larger

user base.

Streamlining of business processes through routings, approvals,

worklists and roles

Easily determine the status of a transaction, identify and work around

roadblocks with a robust and convenient audit trail

Browser based user interface - system accessibility now mated well with

the move to allowing all employees access to HCM self-service

Employee Data Repository – Accuracy and timeliness improvements



124

Interaction Hub - Configurable user interface with single navigation across

all applications powered by a new global search capability. From a single

company branded home page, users can access any transaction across

HCM, ELM, and HR HelpDesk.

PeopleSoft HCM v. 9.2


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Activity Guides - User configurable guided navigation for business processes

including steps (including sub-steps), actions (required or optional) and

approval processing. Steps can even involve navigating outside of

PeopleSoft HCM. EXAMPLE: Life Events

Train Stops – PS delivered guided navigation process that displays and

orders a series of steps (with possible sub-steps) to accomplish an overall

task. The goal is to provide the end user with a complete view of the process

and allow them to see where they are within the process at any point in time.

EXAMPLE: Paycheck Modeling



126



127

HCM Manager Dashboard - provides business managers a real-time high

level view of their operations



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WorkCenters –WorkCenters are preconfigured pagelets and links that allow

personalization to look and feel.

– One stop shop for key roles within a business process to conduct transactions,

take action on alerts and view reports and analytics.

– Can be cross functional, highly configurable and deliver personalized content to the

users’ based on their roles and permissions

– Standard pagelets include: 1) My Work, 2) My Links, 3) Queries, and 4) Reports

and Processes.



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Active Analytics Framework

Pivot Charts/Grids – actionable operational analytics – allows drilldown from

charts to source data in grid format

– Attendance Violations

– Gross Pay by Department

– Headcount Movement – Manager

– Current Headcount – Administrator

– Job Openings Aging Analysis

– Salary Increase by Performance

Self-Service - Deeper employee and manager self-service

functionality

Management – Addition of manager decision making tools (business

analytics) and business process management



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Mobile Solutions - Company Directory



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Help

– PeopleBooks Web, Local and/or PDF Based Help

– Embedded help

– Business Process Maps based help

Global Search - PeopleSoft Search enables you to take actions directly from

your search results based on context without navigating through the menu to

find the pages and data that you are looking for.

Email Approvals of Work List Items

Attachments - easier to use than in version 9.1

PeopleSoft Update Manager – PeopleTools 8.53 - Bundles and

Maintenance Packs are no longer used. Allows user tailored update

packaging and selective application of patches and Tax Updates.



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Brass Ring – PeopleSoft HRMS

Silver Ring – PeopleSoft HCM pre-version 9

Gold Ring – PeopleSoft HCM version 9


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HCM systems will be major players in improving employee engagement,

productivity, and collaboration across the organization

Efficiency - Doing more with less will always be the goal of

organizations

Change is inevitable

– Changing demographics mean changing expectations (Millenials – 36% of

workforce in 2014 and 46% by 2020)

– Working styles – telecommuting is here to stay and will be expanding.

– Getting the most out of our workforce means providing the same degree of social

immersion, accessibility and collaboration from technology both at work and our

personal lives.

Opportunities and Challenges


135

Identifying appropriate functionality

– Must support organizational mission

– Must have a positive ROI

– Resist fads

Adopting new functionality

– Organizational buy in – executive sponsor

– Resources, knowledge and time to implement

– Resources to support added functionality



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The golden ring is here ready for you to pick it up, put it on your finger and show it off to your organizations. And in doing so you just might become the Belle of the Ball!

Upgrade vs. Re-ImplementAnalysis Review

October 3, 2013


138

Methodology From a General Point of View

– Definition of Upgrade vs. Re-Implementation

– Why do organizations continue to invest in PeopleSoft?

– Key Considerations when making decision

– Level of Effort comparison by phase

Methodology From the <CLIENT> Point of View

– Key Considerations when making decision

– Compare ability to meet <CLIENT> goals under each approach

– Level of Effort to achieve these goals

Conclusion

Table of Contents

Methodology – General Point of View


140

Upgrade: Involves executing pre-delivered scripts, provided by the software vendor, which migrate

transactional data, configuration data, configuration values, reports, interfaces, and customizations.

Often this is referred to as a ‘technical upgrade’, as the business processes that are established are

carried forward. The upgrade path is provided by the software vendor, which is typically within two

releases. After executing the upgrade scripts, new features and functionality provided by the

software vendor are available to the customer. Additional functional modules can be implemented,

provided that they do not interfere with migrated custom code.

Re-Implement: Involves a migration from the older version of the software to a current version

utilizing custom ‘conversion’ code rather than the upgrade scripts. The execution of a re-

implementation approach is similar to the original implementation, as business process re-design

typically accompanies this approach. In addition to business process redesign, system design and

configuration decisions can be reconsidered and altered as appropriate, requiring a data mapping

and fit-gap exercise. The re-implementation approach treats the current version as a legacy system,

and the latest version as the new target. If design and configuration changes are made, then there

could be significantly more effort in converting transactional data, reports, and interfaces.

Customizations should be re-considered, with the goal of removing pervasive customizations and

replacing with new functionality or additional functional modules.

Definitions


141

Oracle acquired PeopleSoft in 2005, and for a period of time the future of PeopleSoft

was in doubt. Many in the industry believed that Oracle would simply deprecate the

software and force their customer base onto the Oracle EBS suite or onto the new

“Fusion” products that were promised. Ultimately, Oracle opted to continue investing in

the PeopleSoft product line.

There have been three major releases of PeopleSoft since its acquisition by Oracle,

and many more are in development. Oracle has committed to continuous development

of the PeopleSoft suite of products through at least the year 2027.

Organizations with significant investment in the product no longer need to be concerned

in the direction in which Oracle is taking PeopleSoft.

New enhancements are delivered with each release to extend the return on investment

Oracle’s objective is to help Customers achieve World-Class Finance Processes by

leveraging the latest technologies to:

– Increase Productivity

– Accelerate Business Performance

– Lower Cost of Ownership

Why Do Organizations Continue to Invest in PeopleSoft?


142

Upgrade or Re-Implement? Key Considerations

Upgrade ERP if… Re-Implement ERP if…

There are minimal customizations There are many customizations which can be replaced with

new features in current versions or newer modules

Customizations that exist will be carried forward as-is

with no new development

Customizations must be retained, but must be re-coded for

any reason (new table structures, better efficiency, etc.)

All business requirements are satisfied with the current

system

Business requirements are currently unsatisfied

New functionality can be introduced via additional

modules without impacting upgrade process

Functionality offered via additional modules would be

impacted by current business process or customizations

Current system design can be carried forward without

significant change

System design changes must be considered (perhaps due to

lack of conformity, or design limitations of future expansion)

Business processes do not need to change (i.e. already

following best practices)

There is a need to change business processes toward best

practices, to improve productivity

The upgrade path is straight-forward, with minimal steps

and dependencies

The upgrade path requires multiple steps and involves many

dependencies

The organization has a very low tolerance for change The organization has embraced change and understands the

value to be delivered

There is limited time or budget Time constraints are minimal, and business case allows for

greater budget to be available

There are many factors to consider when planning a migration from current state to the most recent versionof an ERP platform. The questions below help to inform an organization of where they sit in this spectrum:


143

Project Methodology – Same Approach Different Effort

Regardless of the decision to upgrade or re-implement,

the migration to a more current version of an ERP will follow the same

general project life-cycle but the level of effort within each phase will vary

High

Low

HighLow

Complexity

Effort / Duration

CostThe decision support tools

utilized in this analysis will help to

quantify a recommended

approach as well as the relative

difference in effort between the

two options based on <CLIENT>

specific circumstances


144

Initialize Phase Comparison


145

Conceive Phase Comparison


146

Design Phase Comparison


147

Develop Phase Comparison


148

Deploy Phase Comparison

Methodology – <CLIENT> Point of View


150

Approach Used

Given the scope as defined by the <CLIENT>’s stated goals and objectives, the SpearMC

Upgrade vs. Re-Implement Decision Support Tool will be distributed to key <CLIENT>

employees.

These employees are then asked to perform a self-analysis based upon the specific

circumstances facing the <CLIENT>.

The tool provides a quantifiable evaluation based on critical factors to be considered when

migrating from PeopleSoft vX.X to v9.2 and level of effort.

The feedback was then aggregated and averaged, producing the final result.

Self Evaluation – Upgrade or Implement


151

Will specific <CLIENT> goals be met?

This analysis shows

the relative ability to

meet the stated goals

of the <CLIENT>

under each approach.


152

Final Score

Scores indicate a re-implementation approach to be the recommended path for the <CLIENT>

based on key considerations taken in evaluating current state of technology

to meet business objectives.

Self Evaluation – Upgrade or Implement


153

Self Evaluation - Detail

What is the level of customization within your organization? Score = 90

“The # of mods is not high, but key assignment is pervasive.”

“There are a lot of customizations that also disable existing functionality.”

“The impacts of the Activity Billing customization is pervasive throughout the system. This

fundamentally creates behind the scenes accounting that precludes the <CLIENT> from

being able to meet audit requirements, financial reporting, management reporting and

transparency.”

Will customizations be carried forward to the latest version? Score = 50 (Partially)

“The goal is to minimize the carry forward of customizations when PeopleSoft functionality

exists to meet our business needs. Any need for a new or existing customization will need

to be highly scrutinized by the governance protocols that will be in place during the re-

implementation.”

“Current PeopleSoft functionality meets <CLIENT> business requirements, but it will result

in significant business process redesign.”

Not At All Highly Customized

No Partially Yes


154

Self Evaluation - Detail

To what degree is business process redesign desired? Score = 87.5

“A basic foundation of use in each module or application is required to create stronger

internal controls and meet the business requirement to implement commitment control.

There will also be efficiencies and standardized processes benefits realized. This is highly

desired, as this will allow us to remove activity billing & replace other customizations that

are in place where PeopleSoft functionality is available.”

“It will be necessary, but likely not desired by most departments.”

To what degree is chart of accounts redesign desired? Score = 75

“Many of our significant business problems are predicated on the non-standardized use of

our ChartFields. We are not able to report at a <CLIENT>-wide level for financial,

management and regulatory reporting. Each department uses each chartfield for different

purposes and also creates budget control levels at different chartfields.”

“It will be necessary, but likely not desired by most departments.”

No BPR A Great Deal of BPR

No COA Change A Great Deal of COA Change


155

The relative effort for a Re-

Implementation was determined

by <CLIENT> employees to be

245% of the effort for executing

Upgrade

SpearMC’s estimate was 312%

Activities within these phases

which drive up the effort include:

– Chartfield Harmonization,

Integration Strategy

– New Functionality

Implementation

– Business Process Redesign

Strategy and Delivery

Level of Effort Comparison

Initialize Conceive Design Develop Deploy Total

<CLIENT> Employee Scores

Upgrade

ReImplement

Initialize Conceive Design Develop Deploy Total

SpearMC Scores

Upgrade

ReImplement

Questions


157

About SpearMC Consulting

Founded in 2004, SpearMC is a professional services firm specializing in

Enterprise Resource Planning (ERP), Business Application Development,

Project Management, Change Management and Technical Training.

Each member of our Senior Management Team leverages over 20 years of

experience in Technology, Financial and Business Transformation.

Our Consulting Specialists and network of Business Analysts, Technical

Leads and Project Managers average 15 years of experience.

Our consultants combine technical specialization, industry experience, and

operations improvement best practices custom-tailored for the job at hand.

Industry focus areas include: Energy, Transportation, Healthcare, Government,

Media/Technology, Consumer Products and Banking.

Regional offices in San Francisco, Chicago, Seattle and Oklahoma City


158

Services and Core Competencies

Technology and Business Consulting

Full-service ERP and BI Selection, Implementation and Integration

• Oracle EBS, PeopleSoft, JDEdwards, SAP

IT Transformation, IT Strategy and IT Infrastructure

ERP Bolt-On Applications Development

Technology and Applications Training

Capability Assessment

Program and Project Management

Project Management Office (PMO)

Project Portfolio Management

Change Management

Business Transformation

Operations Improvement (Six Sigma, Lean, etc.)

CIO and CTO Advisory Services

Strategy for Pricing and Revenue Enhancement


159

Needs analysis

– IT Strategy & Transformation

– ERP Selection & Implementation / Integration

– Business Transformation

– Project Management

Assess staffing requirements

– Complement existing expertise and skills

– Capability Assessment

Tools, best practices and proven management techniques include

– Continuous Improvement

– Six Sigma

– Lean

– Agile Project Management Techniques

– Change Management

Project Methods and Tools


160

We have studied the critical success factors in systems evaluation and

implementation projects and built them into our methodology and tools

Business Case Focus on the capabilities & benefits, not just “going live”

Assign clear ownership of benefits

Define metrics and manage to them

Use the business case as a management tool

People Align the organization on the true destination, focusing on

the people who have to make it happen

Achieve balanced people, process and technology

changes

Transition project roles to a way of life

Teach the organization to use new capabilities

Apply program management practices throughout the

program life cycle

Process Orientation Build and leverage process expertise

Extend capabilities beyond the ERP foundation

Promote post-implementation commonality

Twelve Leading PracticesTwelve Leading Practices

62%

16%

12%

People Process Technology

The majority of unresolved issues on major

business systems projects are people related,

not software related.

Focus on how selected solutions will work,

instead of debating minor product

differences.

Point of View


161

Average of 15 Years of Consulting

– Our principal consultants and employees are highly specialized and recognized in

their respective fields

Continuous Learning

– Regular attendance of trainings and seminars

Best Practice Sharing

– Presenting at local and national levels:

Oracle Open World, Quest Collaborate, Regional User Groups, and our own

SpearMC IT Roundtables and Road Shows

Certifications & Specializations

– CPAs, Project Management, Six Sigma, APICs

– Lean Six Sigma, Lean Manufacturing, Global ERP Transformation, Supply Chain,

Strategy and Continuous Improvement

– PeopleSoft Financial Management, Human Resources, PeopleTools

SpearMC Consultant Profile


162

Industry Expertise

– SpearMC offers deep knowledge of ERP systems and integration, IT strategy and

operational improvements. Let us help you improve the operating and financial

performance of your investments.

Staffing for IT and Business Transformation

– Supplement, complement, enhance, or expand your portfolio of skills and

experiences with SpearMC resources fast and effectively.

Outsource Project Management

– Flawless execution with a focus on financial business process redesign and

continuous business improvement.

Partnering & Business Development

– Employ the SpearMC expertise and network within the energy and transportation

industry.

Our Strengths


163

Partnering with SpearMC

Approach

• Consultant as coach and facilitator

• Consultant driven via process, people & technology

• Specific skill and deep product knowledge

• Sustainable results driven by a seasoned resources

• Process business transformation complemented by technical knowledge

Partnership

• Consultant as expert to compliment GIP

• Helping GIP to identify value and reduce risk

• Assist in visioning and planning to meet objectives

• Sustainable results by helping GIP to drive to the strategic goals quickly

• Deep with industry knowledge to add to GIP’s strengths

• Scale up and down to support GIP

Sustainable

Results=

SpearMC listens to and partners with the customer to help them achieve their goals….